TPM Route to World Class Performance Part 13 ppsx

222 TPM-A Route to World-Class Performance 3 Start new teams and integrate team leaders into the existing TPM teams. 4 Use TPM to support the maintenance strategy. 5 Promote interdepartmental communication by staff from one department At Adams, TPM is now a way of life - both on the shopfloor and in the boardroom. From the successes with TPM at Adams Manchester, it is easy to see how, once begun, there should be no reason for going back. joining a TPM team that supplies them with a service. By Warren Burgess and Mike Milne, BP Amoco Operations Excellence Facilitators 1 .O Background In 1997, BP’s Forties Delta platform pioneered a series of Continuous Improvement (CI) projects that have helped reduce unplanned shutdowns by 53 per cent and set the stage for the future operations of the Forties platforms. The various projects, managed in conjunction with WCS International, have pulled together platform and beach workers from every discipline in a united cause: to improve the safety, environmental impact, efficiency and productivity of BP’s operations on the Forties Delta Platform. The methodology used borrows heavily from Total Productive Maintenance and has been introduced as a CI improvement tool, along with other improvement initiatives in safety (STOP) and training. Rather than starting ’yet another initiative’, this complements the concept of building on existing good practices as a practical application of organizational learning and personal development, with the goal as Totally Productive Operations (TPO). Initial workshop The work began in March 1997 with a short planning exercise followed by a four-day ’hands-on’ workshop. This looked at two pieces of equipment to provide awareness and training, and a pragmatic demonstration of the effectiveness of the approach. The two projects undertaken during this workshop were the sodium hypochlorite and scale inhibitor systems. Even though the four days were mainly an opportunity for delegates to experience the power of CI, the two teams identified many benefits. The scale inhibitor team developed recommendations to reduce maintenance intervention and the sodium hypochlorite team proposed an alternative design Case studies 223 of pump which significantly reduced the estimated capital expenditure investment already allocated to this system. Project focus The initial workshop projects were followed by focused pilot projects to improve the maintenance and operability of four key areas of plant: 0 MOLpumps 0 Seawater injection Hydrocyclones 0 Separators These were chosen by representatives of the complete platform team at the Platform Conference. A thwd of each slvft team dedicated itself to improvements in one of these four areas, using a nine-step WM-based improvement plan. Initial difficulties Continuous Improvement Fadtator, Mike Milne, sums up the problems encountered at the start of the project: We had many d_lfficulties to begin with. First we had to address the problem of getting the time to attend the CI meetings. Teams were tied to a spiral of readive performance that did not leave enough time for proactive measures. Platform management stepped in to set priorities that ensured we broke free of this restriction: Safety, Production and CI and the promotion of a greater awareness of the benefits of the proactive approach. Platform personnel also attended the 'Manufacturing Game' - a business simulation, developed by Dupont, that drives home the benefits of running a proactive business. Back on the platform, the teams planned and organized a two-hour slot to meet and discsuss their CI project. Shift Team Leaders (STLs) needed to provide resources that freed staff to attend the meetings. As part of the Trip Objective process, measures were put in place to ensure that this happened. 'This was not an easy target and it challenged the planning skills and resourcefulness of each STL and CI team leader,' concludes Mike. 2.0 Results As we move into 1998, the projects are currently in their final stages and have already brought a variety of specific and measurable benefits to the successful operation of the platform - the most notable being the reduction of unplanned shutdowns (see below). Introduction of procedures A series of standardization procedures have been introduced, including 224 TPM-A Route to World-Class Performance checklists, best practice routines, asset care procedures and problem-solving techniques, which have increased the Overall Equipment Effectiveness (OEE) in all four pilot project areas. STL, Gerry Scanlan, observes: The project has given the team a lot of personal satisfaction and a great deal of hard work went into it. Many Best Practices have been developed which have been rolled out to the other two shifts that are working back to back with ours. This cascading of information from shift to shift, and ultimately having the agreement of all four shifts, is vital to the success of the CI Initiative. MOL pumps PO6 is one of the three turbine-driven pumps used on the Main Oil Line (MOL) system. These have all become less prone to unplanned shutdowns. P06’s best fit OEE is now at 50 per cent as at end December, up from 6 per cent in May 1997. Howard Dickson, MOL Team Co-ordinator, comments: PO6 was the worst of the three pumps. A Critical Assessment highlighted a pile of smaller jobs that needed to go through the maintenance system. We had to establish a fault-reporting system as a framework to get the jobs done - all have now been actioned or scheduled. Some jobs are just too big and so needed onshore support. This opened up communication lines with the engineers and vendors. Everyone now knows in whose area things belong. We also had some very good discussions among the techs themselves -before this hands-on team-based approach, we just hadn’t been aware of the problems other disciplines were having. Howard concludes: ’The structure of the 9-step improvement programme helps you do it the correct way, even though it can seem a bit heavy.’ Seawater injection Two excellent results were obtained in this area. The OEE has risen from 45 per cent to 90 per cent and the corrosion control performance has risen from 42 per cent to 89 per cent. Hydro c y don es The main breakthrough for the hydrocyclone team was in identifying the problem with the inlet quality from the separators. As a result, both Bank A and Bank B hydrocyclone facilities greatly increased their OEE rates - Bank A from 40 per cent to 55 per cent over the year, and Bank B up to 80 per cent from 10 per cent - an excellent result. Case studies 225 Peter Hanson, Hydrocyclone Team Co-ordinator, comments: ’Prior to the project, Maintenance Technicians had no idea of the Operations side and vice versa. It was a real success in terms of the training aspect and brainstorming equipment issues.’ Separators Again, two sigruficant results from the two vessels involved in the pilot project, with OEE up from 30 per cent to 88 per cent on VO1 and up 60 per cent on V02. Unplanned shutdowns reduced by 55 per cent Perhaps the result with the biggest impact generated by the project is that concerning the reduction of unplanned shutdowns. In 1996, unplanned shutdowns were running at an average of 5.4 per month. The target for 1997 was set at four per month - a 31 per cent reduction year on year. The reality was that unplanned shutdowns averaged just 2.6 per month - a reduction of 55 per cent. This figure greatly affects the rate of oil production and is the main reason why Delta has had a dramatic increase in its oil production in 1997. Broken down, the figures for the second half of 1997 look even more impressive. During the first half of the year, unplanned shutdowns were running just below the target, at 3.8 per month. However, from July to December there were only nine unplanned shutdowns - 1.5 per month. really is an impressive statistic. All on Delta onshore and offshore can be proud of tlus achievement. However, it does need to be sustained and, although there were only a total of 31 unplanned shutdowns in 1997, if we consider external events that caused FD to shut down, there are still considerable improvements to be had in striving towards a goal of zero unplanned events. This is one of the main themes of continuous improvement and, just to prove it can be done, Delta achieved zero unplanned events in August, September and November 1997. Looking smcdy at some of the CI project areas, the MOL pumps achieved a remarkable improvement in unplanned shutdowns, down from thxty-seven in 1996 to nineteen in 1997. Again, the second half of the year accounted for only four of these unplanned events. The other sigruiicant improvement was in the area of Natural Gas Lift (NGL) unplanned shutdowns - these were reduced by 75 per cent in 1997. ECS rates as low as 5 mdkg One of the Forties Delta’s key environmental targets is to develop and deliver options to reduce environmental emissions. The legal ht of oil in water discharged to sea is 40 mg/kg. However, Forties Delta set an environmental target of 23 mg/kg at the beginning of the year. Through the work of the separator and hydrocyclone teams, Effluent Control 226 TPM-A Route to World-Class Performance System (ECS) rates of between 5 and 10 mg/kg have been achieved. These results will need to be stabilized and achieved consistently throughout 1998, but nonetheless represent an excellent starting point, giving the platform great confidence in its ability to reduce the environmental impact. 3.0 Future focus Having seen that their hands-on involvement is key to securing improvements on the platform, the separator CI team were eager to become involved in all phases of the upgrade works planned for the test separator, V03, from concept through design to commissioning. Other members of the integrated operations team came forward to offer help to set the criteria for the new equipment. For Offshore Installation Manager (OIM), Brian Barnes, one of the key benefits of CI initiatives throughout 1997 has been the continuing evidence of people involvement and motivation. Comments Brian: ’Normally it would just have been the engineering teams onshore who were involved in the specification and procurement of new equipment. This time, their work has been given greater focus by the enthusiastic exchange of ideas and information from offshore operation team members.’ Previously onshore engineering teams would have approached the Operations Team Leader (OTL) for information on new equipment. It is now the operations team members themselves who are approached for feedback and information on projects like V03 upgrade. Improvement zones For the next stage of the CI programme, the platform was divided into eight geographical improvement zones. The principles learnt during the four pilot projects of 1997 were applied to each piece of critical equipment in the various improvement zones. This time around, every member of the shift team will be involved, highlighting the need for effective dissemination of information. Again, they will be encouraged to work alongside the onshore engineers to anticipate and manage changes to machinery and plant equipment. Comments Brian: ‘The shift in the way people worked together on V03 led naturally to the new way of co-operative working that will certainly help to drive the improvement zone approach - a key focus for the CI work for 1998.’ Facilitator, Mike Milne, adds: ‘Ultimately these steps ensure that the customer gets what he wants - where the customer, in this case, is the operator of the equipment .’ Early equipment management The work on the improvement zones will be a crucial part of introducing the concept of Early Equipment Management, i.e. ensuring that all aspects of Case studies 227 operations and maintenance are addressed at the design stage for new equipment modifications by the operations and maintenance people. In 1998, Forties Delta saw the installation of several pieces of new equipment, both capital investment and operation and maintenance works. It was, therefore, vital that the team members were fully up to speed with aU the slulls learnt so far in the CI programme, in order to contribute effectively to this next level of proactive involvement in the development of their facilities. Brian Barnes and Mike Mihe identified direct links between the improvement zones on the platform and work required for these equipment upgrades. Responsibility is being allocated to on- and offshore staff for each main activity - with both sides working closely together. For example, an offshore focus group has been established so that onshore engineers can discuss equipment issues, and shift teams are, therefore, already becoming familiar with the crucial role they will play during the installation phase, and its implications for the future effiaency of the platform. And, of course, as is the case with all of the CI work done so far, this new approach idl gve the operators a major say upfront in how new and existing equipment is to be run and developed. Training focus Forties Delta has also embarked on the 'STOP . . . for Safety' programme, and platform staff are currently being trained in STOP techniques. The programme is backed up by the Advanced Safety Auditing process, whch uses slmilar techniques to those of STOP. Again, this is a CI process, with team members and management learning new ways to improve Forties Delta's already impressive safety performance. Team members with a supervisory responsibility are continuing their training programme, and by the end of 1998 every member of platform staff will be trained in STOP. . . for Safety techniques. Cross- training One of the most important focuses for training in 1997 was cross-discipline training, where operators from every shift have been taught not only to focus on their own specific field of expertise, but to learn about the wider application and impact of their role by training in neighbouring areas. The learning of new skills, while retaining their core disciphe, has allowed members to utilize CI more fully producing a greater understanding of the parameters that drive the plant efficiently. For the individual, tlus spread of knowledge means an increase in responsibility, awareness, effectiveness and recognition. me explains: We now have an Integrated Operations Team with a flexible approach to operating and maintaining the plant.' Mechanical, electrical and instrument technicians are capable of carrying out duties that were previously carried out only by a produdion techrucian. Meanwhile, production technicians 228 TPM-A Route to World-Class Performance assist in maintenance tasks and other asset care routines previously the domain of the maintenance technician. Comments Brian: ’If the operators have a better feel for how maintenance links into the whole production process, they have far better judgement when it comes to making on the spot decisions that can drastically affect safety, performance and efficiency. We now have Instrumentation staff who can run the NGL plant and Production Technicians training in Control Room duties - a year ago that would never have happened.’ A vital element of cross-training is the positive attitude that it engenders - an openness and willingness to exchange knowledge with workers from other disciplines, giving a real team spirit right across the platform and onto the beach. Ultimately, the drive for CI means that the plant is more stable. People are released from a round of reactive responses to machinery problems and instead can take a step back to implement proactive measures that allow both the individual and total platform team to be more in control of its operations: prevention rather than cure. 4.0 The future for Forties The importance of the work on Delta cannot be underestimated. In the future, Alpha, Bravo and Charlie will all share in the CI practices tried and tested during the late 1990s by Delta. The intent for the Forties Field is to move to consistent use of best practices across the whole field and maximize the opportunity of sharing lessons learned between each of the platforms. Other assets outside Forties are already taking an interest in the work that Delta have embarked upon and are keen to learn from the Delta experience. Over the next five years, Forties Field will also be looking at a series of environmental improvement issues, including the emission of hydrocarbon gas, carbon dioxide and overboard discharges. So just as an operator now shares knowledge with and co-operates with a team member from another discipline, so too the Forties Platforms will pool their strengths and learn best practice from each other to everyone’s benefit. Already Delta staff have been involved in seeking best practices and new ideas from other assets, both at home and abroad. This will continue throughout 1998, with several visits being planned. Platform staff are about to embark upon a shared learning experience. The programme will include short-term transfers of personnel. Delta have already been hosts to other BP asset staff. They believe that by this type of co-operation they have a forum for exchanging techniques, methodology, procedures and processes that has been shown to improve business results. As BP Chief Executive, John Browne, said in a recent Sunday Telegraph article: ’The most important thing I have done is to play a part in building a team for today and for the future. We set the strong goals and within that our people innovate to get the right answer.’ Case sfudies 229 By Ian Barraclough, TPM Manager 1 .O Background Founded in 1924, Ekes Biscuits began Me as a small tea and cake shop in High Street, Uttoxeter. The company now has a turnover of f55 million, manufactures 1000 tonnes of biscuits per week and employs 1300 people. Owned by Northern Foods, Ekes Biscuits is primarily a private-label supplier. Included in the product range are well-known biscuits such as Custard Creams, Nice, Farleys Rusks, Ginger Nuts and the most famous of them all, Malted Milk, which were first created over sixty years ago. 2.0 why TPM? In a commodity product like biscuits, dnving down costs is a continuous process. One way of reducing costs is to minimize downtime, which is where TF'M excels. Following a visit to the 'TPM 4' Conference, Ekes Biscuits has introduced a variety of sigruficant and ongoing improvements to the plant. These centre around: new staff structure, which has merged front-line maintenance and production under operations and removed a reporting layer; full-time TPM Manager, Ian Barraclough; asset care and best practice routines for seventeen projects to date, includmg high quality and highly visual single-point lessons; introduction of operator technicians, allowing skdled maintenance technicians to focus on more proactive, advanced jobs; move towards multi-skilling, application of asset care and best practice routines by operator technicians; dedicated TPM Centre with training room, computers, manuals and library; nine-step TPM process for critical pieces of machinery; gradual training of the whole workforce on the TPM nine steps; hgh-profile activity boards showing in detail the nine steps for each machine, including spare parts log, OEE performance bulletins, CAN DO audits and TPM updates; daily review system of he performance using OEE data; fortnightly continuous improvement group meetings to review and plan activities. 230 TPM-A Route to World-Class Performance 3.0 Benefits One of TPMs strengths is its ability to operate alongside other quality initiatives. At Elkes, these include NVQ assessments, the drive for Investors in People accreditation and FAST (Elkes’ own Faster Achievable Set-up Times - similar to SMED). TPM, working with these other initiatives, has helped to secure the following benefits at Elkes: 0 engineering, maintenance and production working closer together to resolve problems; 0 TPM used as a driver for problem solving and problem prevention; 0 more effective teamworking within and between departments; 0 improved quality and performance of machinery; 0 financial benefits through production line OEE improvements of 5 per cent to 10 per cent, as a result of improved machine performance. A small example of exactly how TPM affects life on the shopfloor: the in- line creamer had a rather antiquated and inaccurate method of aerating the cream in the biscuit sandwich. As a result of the application of TPM principles, the system was changed, resulting in finite control of the process, improving the biscuit quality and consistency, and making the operator’s life easier. Before TPM we would identify problems but had no chance to do anything about them. TPM is great because it gives us the time and opportunity to make changes which last because we underpin the problem with effective future asset care, best practice and single-point training. The nine-step process gives a very structured and cohesive approach to TPM which is both simple and thorough. 4.0 The future for TPM Elkes takes TPM very seriously. It is currently used on the majority of lines at the plant and there is a firm commitment to continue to roll it out plant-wide over the next couple of years. A key project for the immediate future will be the application of TPM to the latest creams plant investment at Elkes where every piece of equipment in the facility will be brand new, providing the perfect platform from which to launch TPM. Case sfudies 231 By Gordon Hill, TPM Facilitator 1 .O Background issues Henkel Consumer Adhesives is famous for producing the world’s biggest- selling adhesive brands, including Unibond, Pritt, Loctite, Solvite and Copydex. The site in Winsford, Cheshire, manufactures 28 000 tomes of home improvement products each year. With over 900 product types, its famous Pritt glue stick has 80 per cent market share and enough Solvite wallpaper paste is bought each year to paste a roll of wallpaper tlurty times around the world! Its parent company, Henkel, employs 55 000 staff in eighty countries and manufactures 11 000 products with an annual turnover of €7 bdlion. In 1996, an audit of the maintenance function at the Winsford site was commissioned by Operations Diredor, Mark Hamlin, and Engineering Manager, Mike Williamson. As a result, a Computerized Maintenance Management System (CMMS) was introduced to manage the data necessary to evaluate production effectiveness. As no off-the-shelf database system had the functionality Henkel was looking for, the company decided to develop its own system using Miaosoft Access. With a background in computer systems, Business Process Manager, Gordon Hill, was seconded into the Engineering Department as full-time TPM Facilitator, with the objectives of managing the introduction of Total Produdive Maintenance throughout the plant and developing the CMMS. The focus of TPM made Henkel re-evaluate the way in which data was collected. They discovered that most of the dormation was not only already available, but often duplicated in a series of forms which all ended up in different places, some never being used. One of the first things Gordon Hill did, therefore, was to develop one all- inclusive input form containing all the necessary data required for the CMMS. Each form has a workings section for individual operators to calculate their shift Overall Equipment Effectiveness (OEE), involving them in the process of data collection and processing and therefore giving ownership for the quality of the dormation. The database system played a big part in the flow of information. The results of OEE data input into the CMMS are fed back to team leaders each morning. The question is then asked each day: ’Did we achieve the production plan?’ Bur whereas before the answer Yes or No would simply be collected for discussion at a weekly management meeting, this time if the answer is No, the next question will be ’Why? Why? Why?’. If the answer is Yes, then follows, ‘At what cost?’ Effective communication between the shopfloor and the maintenance [...]... testament to its commitment to the work of the Beach Boys team Quotable quotes The key to TPM is making it easy to do things right and difficult to do things wrong John Smith, Team Leader, Machine Shop Ask the operator to get involved in maintenance and there will 240 TPM- A Route to World- Class Performance be a pride of ownership that lasts way beyond completion of the actual maintenance task Bob Tormay,... brought in to do a scoping study of the plant, run a four-day workshop in conjunction with Lynn W ~ a m s of the AEEU, and to launch and support two pilot TPM projects This time, under the leadership of Plant Manager, Danny McGuire, and TPM Facilitator, Kevin O’Sullivan, T ’ was made h e c t l y relevant to the jobs of the staff EM 236 TPM- A Route to World- Class Performance Operators were sent off to climb... boards for storing tools in an ordered and easily identifiable way TPM fmDesign TPM for Design principles are applied when specifying new machines and processes To keep abreast of such a variety of routines, the teams have to dedicate substantial tune to TPM activities, as well as flexibility to ensure that a meeting deferred is not a meeting abandoned In spite of production pressures, TPM team members... reviewed later in 1999 TPM Facilitator, Gordon Hill, planned and prepared each SPL with the TPM teams, with meticulous attention to detail, prior to the introduction of the full set of documents to the shopfloor An excellent example of heeding i the adage ‘Failing to prepare means you are prepared to fail’, Gordon HU and h s shopfloor colleagues have invested a great deal of time to ensure that i Henkel... team has worked hard to develop a standard TPM routine for its respective machine, using the following methods: Autonomous Maintenance System ( A M s ) boards These mobile boards show a schematic of the machine which the operator then tags with labels to show losses affecting availability, performance and quality The labels are then used to generate an agenda for TPM team meetings TPM step notices Notices... markets TPM applied to all key processes Reinforcing 5S/CAN DO discipline Trialling of new TPM database to run alongside Mainpac, which will record fault history All twelve critical machines in machine shop to be recorded on database, from current three All site staff involved in TPM by the end of 1998 Run awareness workshop with new team members Coaching existing teams Each team to have a mentor from... due to hold-ups in other parts of the foundry process TPM has identified the external bottlenecks to allow the machine to work to its full potential The cross-functional teams include operators, maintainers, quality technicians and group leaders These core teams are supported by Kevin O’Sullivan and can also draw on the skills of key contacts from other areas For example, Quality Associate and Toolmaker,... operator has a training plan that ensures capability and competence across a number of lines The SPLs will be launched through the personnel function, and so TPM is becoming a significant part of the Human Resources Department, as well as the Finance Department Not only will the SPL and training matrices go towards the company’s Investors in People accreditation, but they will play a si@cant part in... one, TPM, provides a pragmatic approach that can be understood by everyone at the grass-roots level: namely a continuous drive to increase OEE.' Henkel found that another of the big strengths of OEE is that it gives the ability to measure the cost of poor quality in monetary terms Continues Gordon: 'The OEE is at the heart of TPM Many companies believe that TPM is limited to being a maintenance department-driveninitiative... year’s TPM5 Conference All ti has been achieved through the rigorous hs implementation of the TPM methodology 2.0 Why TPM? Although first introduced five years ago, TF’M has only become an integral part of the company culture since it was reinvigorated eighteen months ago Until then, previous efforts to drive TPM had failed because it was largely theoretical and the workforce faded to see its relevance to . 222 TPM- A Route to World- Class Performance 3 Start new teams and integrate team leaders into the existing TPM teams. 4 Use TPM to support the maintenance strategy. 5 Promote interdepartmental. McGuire, and TPM Facilitator, Kevin O’Sullivan, TE’M was made hectly relevant to the jobs of the staff. 236 TPM- A Route to World- Class Performance Operators were sent off to climb over. group meetings to review and plan activities. 230 TPM- A Route to World- Class Performance 3.0 Benefits One of TPMs strengths is its ability to operate alongside other quality initiatives.